Leadership
The 2026 Middle East Board & Chair Agenda
From building future leaders to governing AI, boards in the Middle East are navigating a far more complex agenda.
Beyond the Open Gate: The New Mandate for GCC Boards
On February 1, 2026, Saudi Arabia officially retired the Qualified Foreign Investor (QFI) rules. This isn't just a regulatory update; it is the moment the Tadawul fully integrated into the global financial plumbing. With the "gatekeeper" model gone, international capital is no longer just visiting—it’s moving in.
For boards across the UAE and Saudi Arabia, this means the era of "protected growth" has ended. The pressure is on to transition from local success stories to global benchmarks of excellence. At Korn Ferry, we see this as a pivotal leadership moment. Here is how the GCC’s most forward-thinking boards are evolving to meet the world in 2026.
1. From Watching Risks to Powering Visions
For years, technology in regional boardrooms was often relegated to the "Risk & Audit" agenda—a defensive checklist focused on cybersecurity and compliance. In 2026, that defensive posture is obsolete.
With the UAE and Saudi Arabia now established as global AI hubs, technology has moved from the IT department to the center of the boardroom table. It is no longer just about "securing the perimeter"; it is about Sovereign AI and using innovation to accelerate Vision 2030 and "We the UAE 2031." The board’s role has shifted from managing a threat to capturing a once-in-a-generation competitive edge.
2. The Rise of the "T-Shaped" Director
The complexity of today’s market demands more than just prestige on a board; it demands "T-shaped" leadership. These are directors who possess deep, specialized mastery—in fields like decarbonization, digital ethics, or international trade law—but can also speak the broad language of business.
As global institutional investors scrutinize board compositions, they are looking for a "high-challenge" environment. They want to see directors who don't just nod at a proposal, but who have the technical depth to ask the CEO the one question that changes the trajectory of a project.
3. Culture Over Comfort: The Performance Mandate
In UAE and Saudi Arabia regions, the value of Majlis—building consensus and maintaining harmony—is a cultural strength. However, as foreign ownership limits vanish, the cost of "polite but unproductive" boardroom dynamics has become too high.
We are seeing a shift toward a culture of Accountability. The most effective boards are now using objective data and third-party assessments to measure the performance of both the board and management. This transparency isn't just a box to tick for an IPO; it is a signal to the world that your company is a meritocracy that prioritizes results over ceremony.
4. Deepening the "Talent Bench" Beyond the C-Suite
Historically, succession planning was a narrow conversation focused on the CEO and CFO. In 2026, that is a significant risk. Global investors look for "organizational resilience"—the confidence that the company will thrive even if a key leader exits tomorrow.
Forward-thinking boards are now looking deep into their "talent bench," identifying and mentoring high-potential leaders at the second and third tiers. By investing in the development of young, local talent today, the board ensures the company is built to last for decades, not just the next fiscal year.
5. Breaking the Mirror to Avoid "Groupthink"
The most dangerous thing in a fast-moving market is a room full of people who share the same background and agree on everything. To stay competitive, GCC boards are actively seeking cognitive diversity.
This means moving beyond traditional circles to bring in "digital native" directors or experts from entirely different industries. In an era where market disruptions happen weekly, a board that can view a problem from five different angles isn't just "diverse"—it’s more agile and less likely to be blindsided.
Is Your Board Ready for the Global Stage?
Download our latest whitepaper to explore insights from 188 board leaders across the FTSE 100, Fortune 500, and GCC, and learn how the world’s most effective chairs are navigating this new era of transparency and growth.
Key takeaways
- What’s top of mind for CEOs and Boards in the new year
- 5 trends to keep a pulse on in 2026
- How executives will handle AI governance and leadership development
